Reference Materials for IMTJ Awards 2018

Reference materials to support Malaysia Healthcare’s submission for the IMTJ Awards 2018

Category: Health and Medical Tourism: Destination of the Year

Contents:

Disclaimer:

Confidentiality: Please note that all information including financial figures and patient testimonials listed in this entry are strictly for judges’ eyes only. In the event that IMTJ wishes to publish figures and/or testimonials, please contact MHTC for approval. Thank you.

Footnotes

(fn1) Regional industry growth: 14 – 15% Source: Frost and Sullivan, Medical Tourism: Revenue Forecast (2013 – 2019)

(fn2) Final figures for 2017 are in the process of being finalised, but forecast figures indicate an upward trajectory.

(fn3) Estimate of economic impact is based on multiplier effect of 2.23 by the Global Wellness Tourism Report 2014 by Stanford Research Institute. The multiplier effect reflects expenditure on miscellaneous non-medical related expenses such as transportation, accommodation and tourism activities.

(fn4) Malaysia Healthcare leveraged on existing partnerships with hospitals, event organisers, agencies and governments to overcome budgetary setbacks to help maintain visibility.

(fn5) Malaysia Healthcare is facilitated and promoted by the Malaysia Healthcare Travel Council (MHTC), an agency established by the Ministry of Health in 2009.

(fn6) Please see section G2 for Awards and Accolades.

(fn7) IMTJ: International Medical Travel Journal

(fn8) Malaysia is the only Asian country recognised by International Living as the Top 5 Places to Retire. Link: https://internationalliving.com/the-best-places-to-retire/

(fn9) Following the Budget 2018 announcement in October 2017, healthcare travel has been listed as one of the key performance areas for the nation’s economy moving forward to 2020. Link: http://www.bajet.com.my/budget-2018-highlights/

(fn10) MHTC faced a budget reduction by 60% in 2017.

(fn11) The industry was operating on a very conservative budget, thus requiring careful consideration on branding, positioning, and marketing activities.

(fn12) Thailand aims to project themselves as Asia’s anti-aging centre supported by 500 medical specialists in this sector. The government has approved 90-day visas for patients and medical visitors from Cambodia, Laos, Myanmar and Vietnam as well as from the People’s Republic of China in a bid to boost Thailand’s medical tourism. The Department of Health in Ho Chi Minh City has opened to the public the first medical tourism centre in the city, in the General Hospital Sai Gon. HCM City University Medical Centre says the number of foreign patients at the hospital had been rising by 4,000 every year for the past few years, hitting 22,000 in 2016.

(fn13) Since January 1, 2014 Indonesia has been building a universal healthcare system, expected to be fully functional by 2019. By March 2015 more than 142 million people were already insured under the new system, called “Badan Penyelenggara Jaminan Sosial” (BPJS). The aim is for the country’s entire population – an estimated 267 million people by 2019 – to be covered by the BPJS by the time the system is fully implemented. Investors and Indonesian healthcare providers (both public and private) are aggressively investing in new facilities and equipment. This is to encourage Indonesians to stay local, particularly now with the use of universal healthcare (BPJS). Improving these facilities and building more will lead to greater investment in the Indonesian private sector, and repatriate Indonesians’ overseas health spending.

(fn14) Myanmar healthcare traveller volume reduced by 2%.

(fn15) Malaysia Healthcare’s brand promise is about delivering “Quality Care for Peace of Mind”. Within this delivery, we highlight our key propositions of world-class quality, ease of accessibility, and affordability.

(fn16) MyHDW is a dedicated system that is optimised for analysis and reporting. Now, the Health Informatics Department, MoH can receive real-time data, improve data quality and credibility, perform predictive analysis and process unstructured data from public and private healthcare facilities patient data submission.

(fn17) Malaysia Healthcare hosted visits for doctors, media representatives and healthcare facilitators from Japan, China and Myanmar to extend the Malaysia Healthcare experience and hospitality through our service offerings and medical infrastructure.

(fn18) Budget 2018 was presented by the Prime Minister, YAB Dato’ Seri Najib Abdul Razak in October 2017. Federal budgets are presented annually by the Government of Malaysia to identify proposed government revenues and spending and forecast economic conditions for the upcoming year, and its fiscal policy for the forward years.

(fn19) The service capacity study was held from Q4:2016 – Q3:2017 to determine the country’s healthcare sector capacity in helping Malaysia Healthcare achieve our mid-term targets

(fn20) It is then that MHTC further strengthened its role in driving the industry on track towards achieving MYR2.8bil 2020, and with the Government’s support it was announced in Budget 2018 – Establishing Malaysia as the Asian Hub for Fertility Treatment (IVF) and Cardiology (which will be further expanded with the Medical eVisa and high-end medical travel packages), and the introduction of the Flagship Medical Tourism Hospital Programme. With this, Malaysia is expected to see marginally higher growth in healthcare travel volume and revenue than the rest of the ASEAN players.

(fn21) The improved MCL now provides a “Meet-and-Greet” Service that is aimed at providing a warm welcome to healthcare travellers right from the aerobridge upon disembarking from the aircraft to going through immigration and hosting them until their transfer to the hospital. This service is only available at the Kuala Lumpur International Airport. Under the Meet-and-Greet-Service, the MCL staff attended to more than 1000 patients and their companions, as well as delegates in 2017

(fn22) Such as medical visa extensions, arranging consultations, communicate and follow-up on treatments with the patients’ physicians before and after treatments in Malaysia.

Images

Image 1: Malaysia Healthcare Soaring Towards Greater Heights

Image 2: Malaysia Healthcare’s Quest Towards 2020

Image 3: Driving Towards 2020

Image 4: Challenges Faced by Malaysia Healthcare in 2017

Image 5: EPP4’s Phases Towards 2020

Image 6: Key Industry Players and Stakeholders in the Malaysia Healthcare Ecosystem

Image 7: The Nation’s Blueprint Forms the Basis of Malaysia Healthcare’s Strategies

Image 8: Malaysia Healthcare’s Enhanced End-to-End Experience

Image 9: Malaysia Healthcare’s Brand Positioning

Image 10A: #SHAREMYLOVE A Feel-Good Campaign for Better Brand Awareness

Image 10B: #SHAREMYLOVE A Feel-Good Campaign for Better Brand Awareness

Image 11A: Digital Campaigns by Healthcare Providers

Image 11B: Digital Campaigns by Healthcare Providers

Image 12: Expansion Plans to Facilitate Healthcare Travellers’ Journey

Image 13: MHTP Simplifies Visa Extension

Image 14: Meet-and-Greet Service Enhances the Experience

Image 15: Hospital Medical Innovations

Image 16A: Malaysia Healthcare’s Thought Leaders Recognised Internationally

Image 16B: Malaysia Healthcare’s Thought Leaders Recognised Internationally

Image 17A: : Highlights of Malaysia Healthcare’s Awards, Accreditation and Accolades in 2017

Image 17B: : Highlights of Malaysia Healthcare’s Awards, Accreditation and Accolades in 2017

Image 18: Key Statistics on InsigHT2017

Image 19: Partnerships to Solidify Malaysia Healthcare’s Presence

Image 20A: Marketing Efforts Across Focus Markets

Image 20B: Marketing Efforts Across Focus Markets

Image 21: Initiatives to Drive Industry Growth

Image 22: Incentives Offered by the Government Towards Achieving 30% Y-o-Y Growth

Image 23: G2G Partnerships Across Markets

Image 24: Public and Private Stakeholders in the Healthcare Travel Industry Value Chain

Image 25A: Initiatives by State Governments to Drive the Healthcare Sector

Image 25B: Initiatives by State Governments to Drive the Healthcare Sector

Image 26A: Highlights of the Industry Strategic Review

Image 26B: Highlights of the Industry Strategic Review

Image 26C: Highlights of the Industry Strategic Review

Image 27: Sample Report from Mount Miriam for Its Nasopharyngeal Cancer Treatment

Image 28A: Facility Enhancements by Healthcare Providers

Image 28B: Facility Enhancements by Healthcare Providers

Image 29: Highlights from the Call-Centre in Mumbai, India

Image 30: Leading Private Healthcare Facilities Registered Under MHTC’s Partnership Programme

Image 31: Multiple Engagement Sessions with the Minister, Director-General of Health and MHTC

Image 32A: Feedback on Malaysia Healthcare’s Services

Image 32B: Feedback on Malaysia Healthcare’s Services

Image 33: Feedback on Malaysia Healthcare’s End-to-End Service

Image 34: Overall Feedback on InsigHT2017

Image 35: Feedback on Plenary Session

Image 36: Feedback on Panel Sessions

Image 37: Feedback on MCL’s Services

Image 38: Feedback on MHTC’s Assistance with Visa Extension

Image 39: Y-o-Y Healthcare Traveller Growth and Forecast to 2020

Image 40: Healthcare Traveller Growth Across Key Markets

Image 41: Growth Across Key Regions in Malaysia

Image 42: Malaysia Healthcare’s Awards and Accolades

Image 43: Malaysia Healthcare’s Digital Outcomes

Image 44: Strategies Towards 2020

Image 45: Budget 2018 presented by Prime minister, YAB Dato’ Seri Najib Abdul Razak in October 2017


Full Text

IMTJ2018 – MALAYSIA HEALTHCARE DESTINATION OF THE YEAR

Word count total: 1,780/1800

A. PROJECT SUMMARY

Malaysia continues soaring high on the global stage winning numerous international awards. This includes the prestigious “Destination of the Year,” by IMTJ and recognised as the country with the “Best Healthcare System in the World” by International Living for three consecutive years; further boosting our profile. With the bar raised even higher, we are geared towards making Malaysia the leading global healthcare destination.

Between 2011 to 2015, healthcare travel remained consistently as one of the fastest growing export service sectors in Malaysia, with a steady annual growth of 16–17%, outpacing the regional industry growth(fn1). In 2016, we recorded a smashing 23% growth and generated MYR1.12bil in revenues. Despite numerous challenges, the industry remained strong in 2017, with a 16% revenue growth amounting to MYR1.3bil(fn2), contributing a total gross economic impact of MYR5bil(fn3).

Chief among our challenges are budgetary setbacks, strengthening of regional competitors, and reduced presence across focus markets. We persevered by fortifying internal networks and partnerships(fn4), enhanced the end-to-end experience, and upheld our promise of delivering quality care for peace of mind.

Initiatives were implemented around three core strategies; amplifying branding and marketing, building industry sustainability, and creating niche experiences. Strategic investments in the latest innovations were adopted to enhance our industry offerings. State governments strove towards aligning their strategies for regional enhancements, consolidated by the government at the national level to thrust the industry further.

Moving forward, we aim to achieve a target revenue of MYR1.7bil in 2018 and ultimately drive Malaysia Healthcare towards our mid-team growth target of 20–30% year-on-year (Y-o-Y). Entrusted with a new mandate of positioning Malaysia as a regional hub for fertility and cardiology, establishing flagship hospitals, and providing High-End healthcare travel packages, we edge closer to our 2020 vision of Malaysia as the leading global healthcare destination.

B. AIMS: MALAYSIA HEALTHCARE JOURNEYS ON TOWARDS BECOMING THE LEADING HEALTHCARE DESTINATION IN THE WORLD

Malaysia Healthcare(fn5) has made its mark on the world as a stellar healthcare destination, with three consecutive years(fn6) being named IMTJ’s(fn7) “Medical Travel Destination of the Year” and recognised by International Living as the “Best Country for Healthcare”. Recently, Malaysia was listed as the only Asian country in the Top 5 Places to Retire(fn8). These are testaments to Malaysia Healthcare’s offering of world-class quality, easy accessibility, and competitively affordable healthcare.

Image 1: Malaysia Healthcare Soaring Towards Greater Heights

An agenda under the Prime Minister’s Office(fn9), Malaysia Healthcare ventured into new markets despite numerous challenges, and enhanced our end-to-end experience for optimal risk management. With standards raised even higher, we pushed forward as a collective force with one clear aim: to ultimately become the leading global healthcare destination.

B1. Goals and Objectives

Malaysia Healthcare has set a clear course towards becoming the leading healthcare travel destination in Asia by 2020, targeting MYR10bil impact to the economy.

Image 2: Malaysia Healthcare’s Quest Towards 2020

In fulfilling the 2020 aspirations, we set out with the ambition to:

  1. Achieve revenues of MYR2.8bil by 2020
  2. Position Malaysia as a Fertility and Cardiology Hub
  3. Establish Flagship Hospitals
  4. Enhance End-to-End Experience
  5. Fortify Networks Abroad

Ref_Image3:­_Driving­_Towards_2020

B2. Challenges

Projecting Malaysia Healthcare’s profile in 2017 was truly rigorous. The overall healthcare industry endured a significant budget reduction thus requiring careful consideration of branding, positioning and marketing activities. We were faced with the following socio-economic challenges:

  1. Industry-wide Budget Setbacks(fn10)
  2. Strengthening of Regional Competitors(fn11,12,13,14)
  3. Reduced Branding and Visibility

Image 4: Challenges Faced by Malaysia Healthcare in 2017

C. STRATEGIES

Under the government’s Economic Transformation Programme (ETP), the National Key Economic Area (NKEA) for healthcare industry identified the healthcare travel sub-sector as Entry Point Project 4 (EPP4) to propel Malaysia’s economy towards a high-income economy. This endorsed healthcare travel’s potential as a powerful engine for growth. EPP4 aspires to support growth in demand for healthcare by 2020 and Malaysia Healthcare is on track towards fulfilling these aspirations.

Image 5: EPP4’s Phases Towards 2020

Malaysia Healthcare Travel Council (MHTC) was mandated as the custodian of EPP4, entrusted to facilitate and promote Malaysia’s healthcare travel industry. MHTC helps determine the strategic direction of the industry and coordinates the efforts of its players and stakeholders towards achieving Malaysia Healthcare’s goals.

Image 6: Key Industry Players and Stakeholders in the Malaysia Healthcare Ecosystem

Three key strategies were then outlined to deliver Malaysia’s healthcare travel goals:

  1. Amplifying Branding and Marketing through partnerships and alliances, supporting the branding and marketing of Malaysia Healthcare
  2. Building Industry Sustainability through capacity building
  3. Creating Niche Experiences with Focus on Services through delivery of quality care for healthcare travellers

Image7: The Nation’s Blueprint Forms the Basis of Malaysia Healthcare’s Strategies

As the go-to-market approach, MHTC then translated these high-level directions into the following strategies:

  1. Strengthening internal networks
  2. Enhancing the end-to-end experience
  3. Upholding our promise of delivering quality care for peace of mind.

Image8: Malaysia Healthcare’s Enhanced End-to-End Experience

In 2017, Malaysia Healthcare also pushed niche treatments to focus markets, (Indonesia, China, Vietnam, Myanmar, India) and addressed the gaps in service delivery. Using this methodology in China, Malaysia witnessed an encouraging 30% revenue growth. Even our traditional market, Indonesia resulted in a 22% growth through this initiative.

D. INNOVATION/ ENTERPRISE/CREATIVITY(MARKETING)

Malaysia Healthcare adopted a three-pronged approach for healthcare travel innovations through strategic branding and marketing, strategic sustainability, and strategic niche experiences with focus on services.

D1. Strategic Branding and Marketing

(i)Brand positioning(fn15) was enhanced through “#SHAREMYLOVE”, a continuation of the “Malaysia Loves You” campaign which enticed audiences to “Experience Malaysia Healthcare, Embrace Malaysian Hospitality”. The global campaign garnered 1,800 contest entries and overall digital reach of more than 450,000.

Image 9: Malaysia Healthcare’s Brand Positioning

Image 10A&B: #SHAREMYLOVE A Feel-Good Campaign for Better Brand Awareness

(ii)Innovative digital campaigns boosted marketing reach. These included the enhancement of www.medicaltourism.com.my via Check-In, Check-Up, Check-Out (CICUCO) campaign, photo/video contests, and interactive engagement platforms.

Image11A&B: Digital Campaigns by Healthcare Providers

D2. Strategic Sustainability

(i) The government introduced Malaysia-Healthcare-Data-Warehouse (MyHDW)(fn16), an integrated data centre enabling public-private information exchange. Allowing more informed decisions through evidence-based reporting for better planning; assuring credibility.

(ii) State governments such as Johor, Penang, Melaka innovated by enhancing airports (i.e. negotiations for new flight connectivity from Ho Chi Minh – Johor Bahru), railways, bus and ferry services, ensuring a smoother experience.

Image12: Expansion Plans to Facilitate Healthcare Travellers’ Journey

(iii) Malaysia-Healthcare-Traveller-Programme (MHTP) is a joint initiative between the Immigration Department and MHTC. This ground-breaking online-based platform (eVisa) offers a new hassle-free visa-extension channel.

Image13: MHTP Simplifies Visa Extension

 D3. Strategic Niche Experiences with Focus on Services

(i) The new and innovative Meet-and-Greet-Service aids healthcare travellers from the aerobridge until transfer to hospital, which enhances the patients’ end-to-end experience.

Image14: Meet-and-Greet Service Enhances the Experience

(ii) Various medical innovations driven by leading healthcare providers (e.g. National Heart Institute’s (IJN) launch of the world’s smallest pacemaker, KPJ’s IBM Watson, Alpha Fertility’s Blastocyst revolution etc.), further support our ambitions.

Image15: Hospital Medical Innovations

E. IMPLEMENTATION

Our healthcare travel strategies focused on branding and marketing, sustainability, and niche experiences with focus on services.

E1.Strategic Branding and Marketing

(i) We established international recognitions and garnered numerous awards.

Image 16A&B: Malaysia Healthcare’s Thought Leaders Recognised Internationally

Image 17A&B: Highlights of Malaysia Healthcare’s Awards, Accreditation and Accolades in 2017

(ii) InsigHT2017, our annual market intelligence conference, provided an international platform for industry insights.

Image 18: Key Statistics on InsigHT2017

(iii) Marketing activities focused on broadening international reach, establishing partnerships, and facilitating familiarisation(fn17) visits.

Image 19: Partnerships to Solidify Malaysia Healthcare’s Presence

Image 20A&B: Marketing Efforts Across Focus Markets

E2. Strategic Sustainability

(i) Government incentives were fortified under Budget 2018(fn18):

  • Double tax deduction for accreditation
  • Investment Tax Allowance
  • Increase in tax exemption for revenue growth
  • Investment in Flagship Hospitals
  • Development of Malaysia as Asia’s Fertility and Cardiology hub

Image21: Initiatives to Drive Industry Growth

Image22: Incentives Offered by the Government Towards Achieving 30% Y-o-Y Growth

(ii) G2G partnerships explored with Maldives, Brunei, Tuvalu, potentially creating more opportunistic collaborations.

Image 23: G2G Partnerships Across Markets

(iii) Ministries and industries collaborated through public-private partnerships, creating high-end niche travel packages.

Image 24: Public and Private Stakeholders in the Healthcare Travel Industry Value Chain

(iv) State governments rolled-out healthcare development plans, catalysing industry growth.

Image 25A&B: Initiatives by State Governments to Drive the Healthcare Sector
(v) Public-private sectors’ Industry Strategic Review 2017 focused on talent retention and capacity building.

Image 26A&B&C: Highlights of the Industry Strategic Review

(vi) Service Capacity Study(fn19) assesses supply-side sufficiency and investment pipelines towards 2020(fn20) goals.

(vii) Partnership-in-Healthcare-Travel-Excellence(PHTE) enables healthcare facilities to provide credible clinical outcome reporting.

Image 27: Sample Report from Mount Miriam for Its Nasopharyngeal Cancer Treatment


E3. Strategic Niche with Focus on Services

(i) Healthcare providers invested strategically in the enhancement of technology, facilities, and equipment for improved quality care.

Image 28A&B: Facility Enhancements by Healthcare Providers

(ii) MHTC improved the end-to-end service offerings with an enhanced Meet-and-Greet-Service(MGS)(fn21) at the Malaysia-Healthcare-Medical-Concierge-and-Lounge(MCL) and call-centre in Mumbai.

Image 29: Highlights from the Call-Centre in Mumbai, India

(iii) MHTC’s Partnership Programme consolidates 73 internationally accredited facilities focusing on healthcare travel services(fn22) to anchor industry growth.

Image 30: Leading Private Healthcare Facilities Registered Under MHTC’s Partnership Programme

Members collaborate towards industry efficiency, upholding standards, and sharing best practices.

Image 31: Multiple Engagement Sessions with the Minister, Director-General of Health and MHTC

F. FEEDBACK

Malaysia Healthcare has received positive, encouraging feedback from the industry stakeholders, healthcare travellers, international industry experts, and international conference participants.

(i) Healthcare Travellers

Patients across the globe found Malaysia to be a convenient and affordable healthcare destination of choice. Patients commended the expertise and professionalism of medical personnel, hospitality of caregivers, and appreciated the cost transparency shown. This assured them a seamless healthcare journey, capturing the essence of “Experience Malaysia Healthcare, Embrace Malaysian Hospitality”.

Patient testimonials from various countries are showcased here: Image 32A&B: Feedback on Malaysia Healthcare’s Services

(ii) International Industry Experts

Encouraging words were given by leading industry experts such as Keith Pollard, Chief Editor of IMTJ and Varun Panjwani, CEO of Global Health and Travel. Both were impressed with Malaysia Healthcare’s unique service offering, citing it to be truly one-of-a-kind.

Image 33: Feedback on Malaysia Healthcare’s End-to-End Service

(iii) InsigHT2017: Participants

InsigHT2017 received positive response, with more than 95% participants satisfied and found the conference insightful, educational, and promising to return for future programmes.

Feedback on Overall Conference:

  1. Overall, it was well-executed and they look forward to future conferences.
  2. The conference is a good platform for growth, branding, for more revenue.
  3. This year’s conference was better than the year before, with useful information.

Image 34: Overall Feedback on InsigHT2017

Image 35: Feedback on Plenary Session

Image 36: Feedback on Panel Sessions

(iv) Meet-and-Greet Service
The meet-and-greet service provided by the MCL staff have proven to be of great assistance to healthcare travellers and healthcare providers who praised the quality of services offered.

Image 37: Feedback on MCL’s Services

(v) Visa Assistance
MHTC’s assistance in facilitating visa extensions was deemed indispensable by hospitals and healthcare travellers alike.

Image 38: Feedback on MHTC’s Assistance with Visa Extension

G. OUTCOMES

We hit it out of the ballpark in all areas, as follows:

G1. Malaysia Healthcare Continues to Amaze

Whilst 2017 official figures have yet to be finalised, indicative figures show that the upward trajectory will continue at a rate of 16% Y-o-Y, outpacing regional industry growth of 14-15%.

Image 39: Y-o-Y Healthcare Traveller Growth and Forecast to 2020

Overall, Malaysia Healthcare’s growth across focus markets recorded a high of almost 30%, with minimal marketing spend.

Image 40: Healthcare Traveller Growth Across Key Markets

Image 41: Growth Across Key Regions in Malaysia

Thanks to our innovations, Malaysia Healthcare witnessed sustained growth, across key regions (with highs of 19%) and is on track to achieve our 2020 growth targets.

G2. International Accolades

In 2017 alone, Malaysia Healthcare was conferred with more than 25 international awards, acknowledging our strength as a healthcare destination of choice.

Image 42: Malaysia Healthcare’s Awards and Accolades

G3. Digital Media Engagements

Brand recognition was heightened through digital initiatives, recording a reach of 3.8mil users and almost 1mil engagements via seven different platforms (Twitter, YouTube, LinkedIn, WhatsApp, WeChat, Instagram, Facebook).

Image 43: Malaysia Healthcare’s Digital Outcomes

Going Beyond

Moving forward, we aim to achieve a target revenue of MYR1.7bil in 2018 and ultimately drive the industry towards 20–30% Y-o-Y growth by 2020, stretching beyond MYR2.8bil in revenues. The plan to achieve this is three-fold:

  1. promote Malaysia as the Asian Hub for Fertility and Cardiology
  2. introduce the Flagship Medical Tourism Hospital Programme
  3. develop high-end healthcare travel experiences

Image 44: Strategies Towards 2020

Image 45: Budget 2018 Presented by Prime Minister YAB Dato’ Seri Najib Abdul Razak in October 2017.

Progressing into 2018, fostering trust will be the anchor in pursuing our ambitions. All these factors set the stage as we gear up to host the Malaysia-Year-of-Health-and-Wellness-2020, aligned with Visit-Malaysia-Year-2020.

 

Word count: 1,780/1800

Confidentiality: Please note that all information including financial figures and patient testimonials listed in this entry are strictly for judges’ eyes only. In the event that IMTJ wishes to publish figures and/or testimonials, please contact MHTC for approval. Thank you.

Videos

Feedback on InsigHT2017:

Feedback from Healthcare Travellers:

Campaign Videos